Strategic Leadership and Sustainability of Non-Profit Organizations in Narok County, Kenya

Authors

  • Brenda Amina Malipe Scholar, Jomo Kenyatta University of Agriculture and Technology, Kenya
  • Dr. Jared Deya (PhD) Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology, Kenya
  • Dr. Lawrence Odollo (PhD) Senior Lecturer: Jomo Kenyatta University of Agriculture and Technology, Kenya

DOI:

https://doi.org/10.61108/ijsshr.v2i3.137

Keywords:

Strategic Leadership, Envisioning, Resource Management, Ethical Practices, Strategic Communication, Sustainability of Non-Profit Organizations

Abstract

Strategic leadership entails the capability of leaders to foresee, visualize, remain adaptable, contemplate strategically, and collaborate with followers to establish a feasible future pathway for the organization. Essential strategic leadership consist of outlining Envisioning, preserving distinctive core capabilities, cultivating personnel, upholding a productive organizational culture, accentuating ethical conduct, and instituting equitable strategic interactions. Strategic leadership holds immense significance in the not-for-profit domain, grappling with challenges like scrutiny for accountability, clamor for superior service delivery, and calls for favorable societal consequences. This research project delves into the association between strategic leadership and sustainability within not-for-profit entities situated in Narok County, Kenya. More precisely, the study explores how Envisioning, Resource Management, ethical practices and strategic communication influence Sustainability of not-for-profit organizations in Narok County in Kenya. Four primary theories Resource Based theory, Social Responsibility theory, Behavioural theory of Leadership and Communication Theory will inform this study. Adopting a descriptive research design, the research combines both qualitative and quantitative techniques. Applying a descriptive survey methodology, the targeted population comprised 213 officially registered not-for-profit groups operating within Narok County, Kenya. Collected data was processed utilizing analytical tools based on description and inference. Structured questionnaires was employed as the principal means to collect primary data. Meanwhile, secondary data points derived from institutional documentation. Following editing, encoding, and input procedures, the gathered data underwent the evaluation via descriptive and inferential analytics using specialized computer software packages. Particularly, regression analysis was examined proposed connections amongst assumed variables, whereas variance analysis was assessed if multiple independent factors exert collective effects over the dependent factor. The analysis highlights the significant influence of strategic communication, ethical practices, envisioning, and resource management on the sustainability of not-for-profit organizations in Narok County. Key findings revealed that effective strategic communication (β=0.279) fosters trust and transparency, ethical practices (β=0.338) enhance integrity and accountability, envisioning (β=0.347) aligns resources through clear leadership, and resource management (β=0.196) optimizes financial and physical assets for operational continuity. Recommendations for these organizations include implementing robust resource management practices, conducting regular assessments, and engaging stakeholders in resource allocation discussions to build trust and support. Future research should explore external factors affecting resource management, utilize qualitative methods for deeper insights, and conduct longitudinal studies to evaluate the long-term impacts of resource strategies and technology's role in enhancing operational efficiency

Downloads

Download data is not yet available.

References

. Abdelrahman, M. (2022). Sustainability of NPOs in Egypt: Challenges and Strategies. *Journal of Nonprofit Management, 34*(2), 101-120.

. Agyemang, G., Awumbila, M., & Tsiboe-Darko, A. (2022). Building Sustainability in Ghanaian NPOs: Strategies and Challenges. *Development in Practice, 32*(4), 403-418.

. Akingbola, K., Rogers, S. E., & Baluch, A. (2022). NPO Sustainability and Strategic Leadership: Key Elements and Best Practices. *Nonprofit Management & Leadership, 32*(3), 301-319.

. Alhidari, A., Abubakar, A., & Abdulrahman, T. (2023). Professionalization and Governance in GCC NPOs. *Middle Eastern Journal of Nonprofit Studies, 18*(1), 56-73.

. Al-Tabbaa, O., Gadd, K., & Ankrah, S. (2022). Philanthropy and NPO Sustainability in the Arabian Context. *International Journal of Islamic and Middle Eastern Finance and Management, 15*(3), 567-584.

. Amaeshi, K. M., Adi, B., & Kan, O. (2023). Social Enterprise Models in Nigerian NPOs: Pathways to Sustainability. *Journal of Social Entrepreneurship, 14*(2), 221-239.

. Battilana, J., Pache, A., & Sengul, M. (2023). Balancing Mission and Adaptation in NPO Strategic Leadership. *Leadership Quarterly, 34*(1), 105-123.

. Boukamhi, M. (2023). Innovative Funding Models for NPOs in Morocco: A Sustainability Perspective. *African Journal of Nonprofit Management, 29*(2), 144-159.

. Buckingham, H., & Teasdale, S. (2023). European NPO Sustainability: Challenges and Innovations. *Voluntas, 34*(1), 123-138.

. Covin, J. G., & Slevin, D. P. (2017). Strategic Leadership in NPOs: An Integrative Framework. *Journal of Business Strategy, 38*(2), 29-36.

. Defourny, J., & Nyssens, M. (2022). Social Enterprise in Europe: Advancing the Field. *Journal of Social Entrepreneurship, 13*(3), 315-329.

. Gitonga, G. (2018). Financial Accountability and Sustainability in Kenyan NPOs. *Journal of Public Administration and Policy Research, 10*(5), 57-67.

. Golensky, M., & Hager, M. A. (2020). Strategic Leadership and Management in Nonprofit Organizations: Theory and Practice. Oxford University Press.

. Guo, C., & Saxton, G. D. (2022). Innovative Funding Models for NPOs: The American Experience. *Nonprofit and Voluntary Sector Quarterly, 51*(2), 312-329.

. Hailey, J., & Salway, M. (2023). Navigating Complex Environments: Strategic Leadership in NPOs. *Third Sector Review, 29*(1), 1-20.

. Hasan, S., Mahmud, S., & Rahman, H. (2021). Sustainability Strategies for NPOs in South Asia: Lessons from Bangladesh and India. *Asian Journal of Social Science, 49*(3), 235-252.

. Idemudia, U., & Ite, U. E. (2022). Leveraging Diaspora Networks for NPO Sustainability in Nigeria. *International Journal of Nonprofit and Voluntary Sector Marketing, 27*(1), e1718.

. Jain, A., & Jeppessen, H. J. (2013). Knowledge Management and Strategic Leadership in NPOs. *Journal of Knowledge Management, 17*(4), 549-562.

. Jooste, C., & Fourie, B. (2010). Strategic Leadership and Organizational Performance: South African NPOs. *South African Journal of Business Management, 41*(3), 15-25.

. Kabetu, C. W. (2018). Strategic Management in Kenyan NPOs: Enhancing Performance. *African Journal of Management, 4*(2), 112-128.

. Kanyinga, K., & Mitullah, W. (2019). NPO Contributions to Kenya's Development. *African Development Review, 31*(1), 15-28.

. Kim, H., & Jung, K. (2023). Cross-Sector Partnerships and NPO Sustainability in South Korea and Japan. *Asia Pacific Journal of Public Administration, 45*(1), 19-37.

. Kimani, J. N., Njuguna, G. M., & Mwaura, P. (2023). Innovative Financing Mechanisms for Kenyan NPOs. *Journal of Financial Innovation, 5*(3), 211-230.

. Kinyondo, A., & Pelizzo, R. (2022). Community Engagement and Sustainability of NPOs in East Africa. *Development Policy Review, 40*(4), e12574.

. Lau, C. Y., & Chong, M. S. (2023). Social Enterprise Models in China: Navigating Regulations and Sustainability. *China Nonprofit Review, 14*(1), 83-104.

. Makambe, U., & Pellissier, R. (2015). Strategic Leadership and Knowledge Management in NPOs. *South African Journal of Information Management, 17*(1), 1-8.

. Muriithi, M., Mungai, E. M., & Karimi, F. (2021). Strategic Alliances and Sustainability of NPOs in Kenya. *Journal of Strategic and Global Business, 9*(2), 157-176.

. Mwangi, P. W., & Ouma, D. M. (2022). Transforming Kenyan NPOs: The Role of Strategic Leadership. *Journal of Nonprofit and Public Sector Marketing, 34*(3), 301-318.

. Namara, R. B., & Muvawala, J. (2023). Leveraging SACCOs for NPO Sustainability in Uganda. *Journal of Development Studies, 59*(2), 201-218.

. Norzailan, Z., Othman, R., & Ishizaki, H. (2016). Strategic Leadership in a Globalized Business Environment. *Journal of Business Strategy, 37*(5), 43-52.

. Ochieng, P. O., & Ocholla, D. N. (2023). Local Ownership and Community Engagement in Kenyan NPOs. *Journal of Community Development, 34*(2), 129-145.

. Patel, L., & Hochfeld, T. (2023). Sustainable Development and NPOs in South Africa. *Development Southern Africa, 40*(2), 127-144.

. Prentice, C. R., & Brudney, J. L. (2023). Financial Diversification and Sustainability in US NPOs. *Nonprofit Management and Leadership, 34*(3), 287-307.

. Robinson, S. (2021). Philanthropy, Advocacy, and Mutual Benefit: Categories of NPOs. *Nonprofit Review, 39*(1), 21-34.

. Salamon, L. M., Anheier, H. K., & List, R. (2022). The Future of Nonprofits: Strategic Leadership in the 21st Century. *Nonprofit Management Review, 25*(2), 89-105.

. Sargeant, A. (2018). Enhancing NPO Performance through Strategic Leadership. *International Journal of Nonprofit and Voluntary Sector Marketing, 23*(2), e1623.

. Sanzo-Pérez, M. J., Rey-García, M., & Álvarez-González, L. I. (2023). Strategic Leadership and Sustainability in NPOs: An Integrative Review. *Nonprofit Management & Leadership, 33*(1), 5-24.

. Shao, B. (2019). Strategic Leadership: Anticipation, Vision, and Flexibility. *Journal of Business Strategy, 40*(6), 36-44.

. USAID. (2019). NPO Sustainability and Development: Lessons from Kenya. USAID Report.

. Wachira, K., & Mwangi, J. K. (2022). Building Resilient NPOs in Kenya: The Role of Strategic Leadership. *Journal of Organizational Change Management, 35*(4), 598-614.

. Zhu, H., Sun, J., & Liu, J. (2022). Strategic Leadership in Chinese NPOs: Navigating Legal and Institutional Challenges. *China Nonprofit Review, 14*(2), 178-195

Vol. 2 No. 3 (2024) of the International Journal of Social Science and Humanities Research (IJSSHR)

Downloads

Published

2024-10-27

How to Cite

Malipe, B. A., Deya, J., & Odollo, L. (2024). Strategic Leadership and Sustainability of Non-Profit Organizations in Narok County, Kenya. International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p), 2(3), 218–233. https://doi.org/10.61108/ijsshr.v2i3.137

Issue

Vol. 2 No. 3 (2024): International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

Section

Articles

License

Copyright (c) 2024 International Journal of Social Science and Humanities Research (IJSSHR) ISSN 2959-7056 (o); 2959-7048 (p)

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

The International Journal of Social Science and Humanities Research (IJSSHR) adopts the Creative Commons Attribution-NonCommercial 4.0 International (CC BY-NC 4.0) license terms for all published articles. This license governs the rights and permissions associated with the use, distribution, and reproduction of the published content, ensuring a balance between authors' intellectual property rights and the wider dissemination of knowledge.

Under the CC BY-NC 4.0 license, the following terms apply:

  1. Attribution (BY): Users are required to give appropriate credit to the original authors and provide a link to the original work. Proper attribution acknowledges the intellectual contribution of the authors and allows others to trace the research back to its source.

  2. NonCommercial (NC): The license prohibits commercial use of the published material. Users may not exploit the work for commercial purposes without obtaining explicit permission from the copyright holder. Non-commercial use includes activities such as selling, licensing, or monetizing the content.

  3. Adaptation: The CC BY-NC 4.0 license allows users to remix, transform, or build upon the original work, but only for non-commercial purposes. Adaptations or derivative works based on the published material must also be shared under the same license terms, giving proper attribution to the original authors.

The CC BY-NC 4.0 license ensures that the published research in the International Journal of Social Science and Humanities Research remains accessible to a wide audience while respecting the intellectual property rights of the authors. It encourages the sharing, dissemination, and collaborative use of knowledge within the academic community, fostering innovation and furthering the advancement of social sciences and humanities research.

Authors publishing their work in IJSSHR grant the journal the right to publish and distribute their articles under the CC BY-NC 4.0 license. This license facilitates the unrestricted availability of the research, allowing readers, educators, and researchers to access, cite, and build upon the published content, as long as they comply with the license terms.

By adopting the CC BY-NC 4.0 license, IJSSHR promotes open access principles and encourages the responsible use of scholarly work. It empowers researchers to disseminate their findings widely and fosters collaboration, ensuring that knowledge generated in the field of social sciences and humanities can have a broader societal impact.

Crossref
Scopus
Google Scholar
Europe PMC